New Sustainability Advantage Seven Business Case Benefits of a Triple Bottom Line

ISBN-10: 0865717125
ISBN-13: 9780865717121
Edition: 10th 2012
Authors: Bob Willard
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Description: The New Sustainability Advantageshows how the benefits of the "triple bottom line" can increase a typical company's profits by fifty-one to eighty-one percent within five years, depending on the company's size and industry sector, while avoiding  More...

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Book details

List price: $19.95
Edition: 10th
Copyright year: 2012
Publisher: New Society Publishers, Limited
Publication date: 4/10/2012
Binding: Paperback
Pages: 224
Size: 6.25" wide x 9.25" long x 0.75" tall
Weight: 1.012
Language: English

The New Sustainability Advantageshows how the benefits of the "triple bottom line" can increase a typical company's profits by fifty-one to eighty-one percent within five years, depending on the company's size and industry sector, while avoiding risks that could jeopardize its financial well-being.Fully revised and updated, this tenth anniversary edition clearly demonstrates that, by focusing on seven powerful yet easy to grasp sustainability strategies, businesses can:Increase revenueImprove productivityReduce expensesDecrease risksExpressed in clear business language and presented in an appealing, graphically rich format, this practical guide and the accompanying online Sustainability Advantage Simulator Dashboard enables executives to enter their own data and quickly identify the high-leverage benefit areas for their organization. More detailed downloadable spreadsheets help them drill down into specific areas of interest and fine-tune the assumptions to their specific situation.An indispensable tool for both sustainability champions and senior management,The New Sustainability Advantageproves that the quantified business case for sustainability is more compelling than ever before.Bob Willardgave up an award-winning successful career in senior management at IBM to devote himself full-time to building corporate commitment to sustainability. Widely in demand as a speaker, he has delivered hundreds of presentations demonstrating the business case for sustainability to companies, consultants, academics, and NGOs worldwide. Bob is the author ofThe Sustainability Champion's Guidebook,The Next Sustainability Wave, and the original edition ofThe Sustainability Advantage.

Bob Willard uses his senior management experience from his 34-year career at IBM to create a business case for corporate sustainability strategies. He has delivered hundreds of keynote presentations on the subject to corporations, consultants, academics and NGOs world-wide. He is also the author of The Sustainability Advantage and The Next Sustainability Wave and has produced The Business Case for Sustainability DVD.

Acknowledgments
Preface to the Second Edition
Preface
Introduction
Sustainability Strategies Are Smart Business Strategies
The Premise
Definitions, Terminology, and Frameworks
Definitions of a Sustainable Society
Snorkeling in the Terminology Swamp
Our Unsustainable Take-Make-Waste Business Model
Elephant #1 in the Board Room: Growth
Elephant #2 in the Board Room: Overconsumption
A Sustainable Borrow-Use-Return Business Model
The Five-Stage Sustainability Journey to a Sustainable Enterprise
Stages 4 and 5: Similar Behaviors, Different Motivations
The Four-Step Transformation from Stage 3 to Stage 4
The Need for a Relevant, Aligned Business Case
Aligned with Existing Business Priorities
Aligned with the Standard Value Chain Framework
Aligned with the Income Statement Framework
Possibilities for Two Typical Companies
Increased Revenue and Market Share
Revving-Up Revenue
More B2C and B2B Revenue from a More Sustainable Brand
New Revenue from New Green Products
New Revenue from Services and Leasing
Potential Top-Line Totals
Reduced Energy Expenses
The Lowest-Hanging Fruit
Saving Energy in Buildings: An Inside Job
Computing Energy Savings in IT
Driving Energy Savings in Transportation
Renewing Energy Savings with Substitutions
The Secret Sauce of Eco-Efficiency Savings: Engaged Employees
Potential Energy Expense Savings
Reduced Waste Expenses
In Bed with Embedded Waste
Tim Four-Factor Formula for the Full Cost of Waste
Company Efforts to Avoid Waste
Bonus: Revenue from Selling Waste
Potential Waste Savings Help Build a Sustainability Capital Reserve
Reduced Materials and Water Expenses
Saving Natural Capital Saves Financial Capital
Savings from Dematerialization
Savings from Substitutions
Savings from Recycling and Reusing Onsite Waste
Savings from Product Take-Back/Closed-Loop Systems
Savings on Water
Savings on Consumables and Paper
Potential Materials Savings Help Build a Sustainability Capital Reserve
Increased Employee Productivity
Purpose Powers Performance
Engagement Drives Business Results
Engagement Enables Productivity and Innovation
CSR Programs Promote Productivity and Engagement
Volunteerism Vaults Employee Engagement and Productivity
Increased Productivity from Reduced Absenteeism
Increased Productivity from More Telecommuting and Less Travel
Increased Productivity from Green Buildings
Increased Productivity and Innovation from Improved Collaboration
Increased Productivity and Innovation from Higher Engagement
Potential Increased Employee Productivity and Innovation
Reduced Hiring and Attrition Expenses
The War for Talent Still Rages
A Sustainable Enterprise Is a Talent Magnet
Paying the Price for Voluntary Turnover
Reduced Risks
Standard Two-Part Business Case
Four Categories of Risk
Mitigating Strategic Risks That Could Erode Revenue
Risk to Revenue from Poor Reputation on Energy and Carbon Management
Risk to Revenue from Poor Reputation on Water Management
Risk to Revenue from Poor Reputation on Materials and Waste Management
Risk to Revenue from Poor Reputations of Suppliers or Customers
Risk to Revenue from Poof Reputation on Ecosystem Damages
Risk to Revenue from Less Competitive Prices
Risk to Revenue from Sudden Disruptions in the Value Chain
Mitigating Operational Risk That Could Increase Expenses
Risk of Higher Cost of Energy
Risk of a Price on Carbon
Risk of Increased Cost of Waste
Risk of Higher Cost of Water and Materials
Risk of Higher Cost of Capital
Risk of Higher Voluntary Turnover and Lower Employee Productivity
Mitigating Compliance Risk
Mitigating Financial/Stock Price Risk
Potential Burning Platform of Risks
Conclusion
Potential Bottom-Line Benefits for M&D Corp
Potential Bottom-Line Benefits for Sam's Solutions
What's In It for Me (WII-FM)?
What about the Costs?
Why the Business Case Is Hopeless
Why the Business Case Is the Perfect Path to the Tipping Point
Notes
Index
About the Author

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